Gaurav Garera

Experience

• 

  Barclays

  Aug 2013 - Jul 2016

  - People Management, resource planning and Task direction were the key aspects of my role- Ensuring achievement of targets and adherence to Service Level Agreement (SLAs) specified by the Client- Team Motivation and orientation with streamlining processes and building process controls and measures to monitor them (Adherence to hygiene metrics like absenteeism, login hours and SLA)- Lead escalation calls for coaching and feedback- Measure team performance and share with higher management Show less

  • Team Leader

    Oct 2015 - Jul 2016

  • Customer Service Specialist

    Oct 2014 - Sept 2015

  • Customer Service Representative

    Aug 2013 - Sept 2014
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  MetLife

  Sept 2016 - Nov 2022

  Role - Business Process Improvement & Governance• Spearheaded and mentored new projects to provide 5 FTE passback worth $150,000 in 2022 to clients through lean tools & six sigma methodology• Won Project of the year award 2022• Six Sigma Black Belt training certification completed• Lead and completed Return to office (RTO) initiative for 400+ FTE LOB• Govern and forecast attrition, hiring & buffer metrics for 400+ FTE LOB• Initiated funnelling exercise in the LOB which resulted in 80+ lean opportunities for 2022• Team member for a global initiative which resulted in 10 FTE growth for the LOB Show less Process Name - Property & Casualty Team Management -Manages performance of 20 associates through effective 1:1 meetings, coaching and mentor ship-Analyzes performance metrics to identify areas of opportunity that will drive performance improvement-Ensures that Associates have a clear understanding of the performance and behavior criteria and how it impacts site performance and the overall Seller experience.Won Best Operating Team Award for 2021MIS, Quality & Training- Created a robust inventory mechanism for P&C teams for better governance and performance-Certified Process trainer & Quality auditor for the teamMigration & Ramp up-Successfully managed end to end migration for 4 new work types-Managed to gain more work for P&C area which was worth 4 FTE'sClient Management-Developed & maintained productive Client Relationships through individual contacts and group meetings-GOSC P&C team continues to mentor and help stateside team on critical billing issues.-Approximately 800 VOCs received by my team since 2018 compared to 449 VOCs in 2017Robotics Process Automation (RPA) projects tested & assisted within P&C department which helped in providing pass back to customer of 4 FTEs worth $120,185.Business Excellence & Quality Assurance- Completed Six Sigma Green Belt, Reduced capacity variation by 40% which created 1.5 FTE worth$45,000-Completed Six Sigma Yellow Belt, Reduced escalations by 60% in 10 processes of the LOB-Completed 8 process improvement initiatives (Value stories) which saved $38,790 Show less Process Name - Property & Casualty- Handling end to end billing team for US groups, including sending bills and applying cash for the employees- Work cohesively with stakeholders in getting the support required for the process- Developed & maintained productive client relationships through individual contacts and group meetings- Manage KRAs like critical process metrics, Attrition, Utilization, Time on system, etc- Team Motivation and orientation with streamlining processes and building process controls and measures to monitor them. (Adherence to hygiene metrics like absenteeism, login hours and SLA)- Partner with workforce management to execute daily staffing plans, seating plans, making just-in-time adjustments to ensure staffing requirements are met to achieve service level goals. Show less

  • Unit Manager

    Dec 2021 - Nov 2022

  • Assistant Manager

    Jul 2019 - Dec 2021

  • Team Leader

    Sept 2016 - Jun 2019
• 

  Genpact

  Nov 2022 - now

  Senior Manager

  Team: Lean Digital TransformationIn 2023, I successfully delivered numerous projects and initiatives as a Black Belt, contributing to significant value generation and productivity improvement across various functions:Value Generated:• Reduced unallocated cash (Due & unpaid) by ~$63Mn across NA & EMEA regions, leading to cash acceleration, cycle time reduction, and improved accuracy.• Reduced aged Account receivables (Suspense) by ~$53Mn in Billing & collections processes through lean six sigma projects & smart automation.• Supported backlog reduction for the APAC Region worth ~$16Mn.• Reduced ~$40Mn open items & established an end-to-end process for Treasury onshore team.• Decreased open reconciliation in General accounting teams by ~$12Mn.Productivity Delivery:• Delivered 55.5 FTEs of productivity against a target of 34.5 FTEs.• Approximately 70% of productivity delivered via Digital initiatives, including 150+ Automations & 30+ Alteryx workflows.Awards:Q2'23: Recognized with the prestigious Silver award for Innovation & outstanding contribution.Q4'23: 1. Top 20 Performers: Recognized by the LDT team leader for exceptional contribution.2. Gold Award for Speed to Outcome: Acknowledged by the OPS leader for swift and impactful execution.3. Bronze Award for Intellectual Agility: Honored for innovative problem-solving and adaptability. Show less